SESLHD Allied Health Management Restructure Update

Transcription

1 Newsletter: 258/2016 Date: 7 June 2016 Distribution: SESLHD Allied Health members Contact: Glen Pead SESLHD Allied Health Management Restructure Update Dear Member, South Eastern Sydney Local Health District have advised that following the recruitment of the district Discipline Advisors/Heads of Department in May 2016, they are now implementing phase 2 of their Allied Health restructure. Phase 2 sees all the Unit Head positions across Physiotherapy, Social Work, Occupational Therapy, Speech Pathology, Nutrition and Dietetics and Psychology abolished and replaced with a reduced number of higher grade Head and Deputy Head of Department roles. A recently issued set of Frequently Asked Questions that relate to the current phase of this restructure are attached for your reference and comment. A copy of the original restructure proposal from October 2015 is also attached for your information. If you have comments or concerns about this current phase of the restructure please contact HSU Organiser Glen Pead by 14 th July You can send Glen an at glen.pead@hsu.asn.au, see him when he is on site, or call him on In unity, Gerard Hayes Secretary, HSU NSW/ACT

2 Allied Health Management Restructure: Frequently Asked Questions: 1. Who is eligible to apply for the Department Head and Deputy Department Head/Clinical Lead positions? In the first round - The affected Heads of Department and Unit Heads within SESLHD. Any vacant positions remaining after the first round will be opened to all staff via e-recruit advertising. 2. What is the application process for new positions in the Allied Health Management Restructure? The Expression of Interest for the Department Head and Deputy Department Head/Clinical Lead will be released at the same time. If you are interested in more than one position a separate expression interest will need to be submitted for each position. 3. What will happen if there is more than one applicant for a position? Expressions of Interest from affected staff will be assessed using merit-based assessment by a selection panel and interviews held. 4. What will happen if there is only one applicant for a position? Expressions of Interest from affected staff will be assessed using merit-based assessment by a selection panel. There may be a requirement for you to be interviewed or you might be assessed on your expression of interest and directly appointed to the position. 5. Will job share be considered for the Department Head and Deputy Department Head/Clinical Lead roles? These positions are permanent fulltime. Job share may be considered on a temporary basis, or permanent basis following discussion with General Managers and District Discipline Advisors 6. What if I choose not to apply for a position? If you chose not to apply for a position, and there is a suitable vacant position at your existing grade (or within 5%), you may be directly appointed to the position. 7. What is the ruling in relation to employment and definition of 5%: In relation to redeployment, equivalent salary is defined as within 5% of the staff member s existing salary. 8. What happens if I apply for, and am successful at a lower graded position? Staff will receive salary maintenance for a three month period in line with NSW Health PD2012_021 Managing Excess Staff of the NSW Health Service. 9. What happens if I am unsuccessful? The process will be managed in accordance with the NSW Health PD2012_021 Managing Excess Staff of the NSW Health Service 10. I am currently acting in a unit head/department head position when can I apply for the position? Only people in permanent affected positions are entitled to submit an EOI in the first round. If the position is not filled, then you are encouraged to apply through e-recuit system. You may be required to return to your substantive position.

3 Policy Links: Workforce Change Management in SESLHD SESLHDPD/180 ocuments/seslhdpd180-changemanagementpolicy.pdf NSW Health PD2012_021 Managing Excess Staff of the NSW Health Service EAP

4 Allied Health Management Restructure Paper October 2015 Version 3

5 P a g e 2 TABLE OF CONTENTS 1. Summary And Overall Rationale 3 2. Current Organisational Structures Allied Health Management Structure Social Work Physiotherapy Occupational Therapy Nutrition and Dietetics Speech Pathology Psychology Podiatry Orthoptics Proposed Organisational Structures Allied Health Management Structure Social Work/Physiotherapy/Occupational Therapy/Nutrition and Dietetics/Speech Pathology Structure Psychology Podiatry Orthoptics Summary of position changes Consultation The Recruitment and Matching Process Employee Assistance Program Restructure Timeframe Process Map Attachments 25

6 P a g e 3 1. SUMMARY AND OVERALL RATIONALE The SESLHD Road Map to Excellence identifies that providing a secure future for the district requires different resource allocation patterns; adoption of new ways of working and new models of care that improve access and make better use of the available workforce. As a part of the Journey to Excellence, a priority for the District is to become a single cohesive system and remove the sectors which have created duplication and clinical variation. In order to achieve this the former sectors have been restructured and General Managers appointed to St George and Sutherland Hospitals. The current Allied Health management structure is organised into sectors and a review has been undertaken to change the structure to reflect the needs of the new facility model. The following Allied Health disciplines have been included in the review: Physiotherapy, Social Work, Speech Pathology, Nutrition & Dietetics, Psychology, Occupational Therapy, Orthoptics and Podiatry. Initially a planning phase was undertaken by the Acting Director Allied Health SESLHD and the Operations Manager, Clinical Services Directorate - POWH with the current Allied Health Heads of Department. During the discussions four proposed models were determined, with two models being preferred by the Allied Health Heads of Department. All models were presented to the General Managers for consideration. The proposed District Allied Health management structure will: Provide a single point of contact regarding Allied Health disciplines and services for General Managers and Directors of District services. Facilitate collaboration with stakeholders internally, such as clinical streams, and externally, such as the Agency of Clinical Innovation; Clinical Excellence Commission and Universities. Provide accessible senior leadership to deliver strategic, operational and professional objectives. Maintain the availability for Allied Health representation on key committees / forums in the strategic and operational planning of clinical services. Facilitate ongoing review of services to ensure alignment and effective resource distribution in line with core clinical business of SESLHD. Provide clear lines of clinical accountability and professional support for individual clinicians and Allied Health teams from their discipline. Enable single point accountability for driving professional governance to ensure consistency in clinical protocols, standard of care, policies and procedures and for clinical safety. The approach for the proposed District Allied Health management structure is as follows: Phase 1: Macro (high level) which will define a District wide structure and strategic planning - immediate Phase 2: Micro (detailed) will examine the operational considerations at the facility level and the support required for the Discipline Advisor at the operational site - to commence once macro level determined The Discipline Advisor will provide professional leadership and governance for each Allied Health Profession. These positions are responsible for the clinical governance of the respective profession across SESLHD, the establishment and monitoring of specific discipline professional standards, quality and patient safety issues with a professional aspect

7 P a g e 4 and the development and monitoring of key clinical performance indicators. The location of the Discipline Advisor/Head of Department will be determined by the preference of the successful applicant. 2. CURRENT ORGANISATIONAL STRUCTURES The diagrams in this section set out the structure that currently exists across SESLHD Allied Health Management. Where it is proposed to delete or rename a position, these positions are highlighted within the diagrams for ease of identification. Key to Charts Deleted Position Renamed/No change Position Professional Reporting Line

8 P a g e Allied Health Management Structure (current) *Head of Department Podiatry and Head of Department Orthoptics is a District position

9 2.2 Social Work (current) P a g e 6

10 2.3 Physiotherapy (current) P a g e 7

11 2.4 Occupational Therapy (current) P a g e 8

12 2.5 Nutrition and Dietetics (current) P a g e 9

13 2.6 Speech Pathology (current) P a g e 10

14 2.7 Psychology (current) P a g e 11

15 2.8 Podiatry (current) P a g e 12

16 2.9 Orthoptics (current) P a g e 13

17 P a g e PROPOSED ORGANISATIONAL STRUCTURES FOR ALLIED HEALTH The diagrams in this section set out the proposed structures for SESLHD Allied Health Management. For ease of identification, these diagrams highlight proposed new positions and renamed positions. Key to Charts New Position Renamed/No change Position Professional Reporting Line

18 P a g e Allied Health Management Structure (new structure) Chief Executive Director Primary and Integrated Health GM POWH/SSEH Or delegate GM St George Or delegate GM TSH Director Allied Health Department Heads Physiotherapy Social Work Occupational Therapy Speech Pathology Orthoptics Nutrition & Dietetics 6xHP (Level 4 7) Department Heads Physiotherapy Social Work Occupational Therapy Speech Pathology Nutrition & Dietetics 5xHP (Level 4 7) Department Heads Physiotherapy Social Work Occupational Therapy Speech Pathology Nutrition & Dietetics 5xHP (Level 4 7) SESLHD Discipline Advisor/Principal Psychologist 7xHP8 1xPrincipal Psychologist

19 P a g e Social Work/Physiotherapy/Occupational Therapy/Nutrition and Dietetics/Speech Pathology Management Structure (new structure) Note: SESLHD Discipline Advisor/Department Head has operational line management responsibility to a General Manager at their site and professional/strategic responsibility to the other General Managers and Director Allied Health. The operational management for that site will be negotiated in Phase 2. The Department Head reports operationally to their respective General Manager at their site and are professionally responsible to the SESLHD Discipline Advisor.

20 3.3 Psychology (new structure) P a g e 17

21 3.4 Podiatry (new structure) P a g e 18

22 3.5 Orthoptics (new structure) P a g e 19

23 P a g e Summary of Position Changes Current Positions Action Classification Grade Physiotherapy Head of Department (2FTE) Deleted Health 8 Professional Social Work Head of Department (2FTE) Deleted Health 8 Professional Occupational Therapy Head of Department (2FTE) Deleted Health 8 Professional Speech Pathology Head of Department (2FTE) Deleted Health 8 Professional Nutrition & Dietetics Head of Department (2FTE) Deleted Health 8 Professional Principal Psychologist (1.8FTE) Deleted Psychologist Principal Clinical Psychologist Current Positions Action Classification Grade Physiotherapy Unit Head (4FTE) No change (Phase 2) Health Professional 6-7* Social Work Unit Head (3FTE) Occupational Therapy Unit Head/Clinical Senior (4FTE) Speech Pathology Unit Head (2FTE) Nutrition & Dietetics Unit Head (3FTE) Orthoptics Unit Head (1FTE) No change (Phase 2) No change (Phase 2) No change (Phase 2) No change (Phase 2) No change (Phase 2) Health Professional Health Professional Health Professional Health Professional Health Professional Current Positions Action Classification Grade SESLHD Head of Podiatry (1FTE) Renamed/No Health 8 change Professional SESLHD Head of Orthoptics (1FTE) Renamed/No change Health Professional 8 *Grade dependent on FTE 6-7* 6-7* 3-5* 5-6* 4*

24 P a g e 21 SESLHD Proposed Action Classification Grade SESLHD Physiotherapy Advisor/Department Head New Health 8 (1FTE) Professional SESLHD Social Work Advisor/Department Head New Health 8 (1FTE) Professional SESLHD Occupational Therapy New Health 8 Advisor/Department Head (1FTE) Professional SESLHD Speech Pathology Advisor/Department New Health 8 Head (1FTE) Professional SESLHD Nutrition and Dietetics New Health 8 Advisor/Department Head (1FTE) Professional SESLHD Principal Psychologist (1FTE or 0.8FTE) New Psychologist Principal Clinical Psychologist Physiotherapy Department Head (2FTE) New Health 6-7* Professional Social Work Department Head (2FTE) New Health 6-7* Professional Occupational Therapy Department Head (2FTE) New Health 6-7* Professional Speech Pathology Department Head (2FTE) New Health 5-6* Professional Nutrition and Dietetics Department Head (2FTE) New Health 5-7* Professional Senior Clinical Psychologist (1FTE or 0.8FTE) New Psychologist Senior Clinical Psychologist *Grade dependent on FTE

25 P a g e Consultation Staff in positions that would be significantly impacted by the proposals set out in this document will be contacted and advised of the proposed changes. Consultation will occur with staff and associations in line with the NSW Health PD2012_021 Managing Excess Staff of the NSW Health Service on release of the Restructure Consultation Paper. After the consultation phase has closed, formal approval to proceed with management of excess employees will be sought from the Chief Executive. Once this approval is obtained, workforce transition activities will commence. 6. The recruitment and matching process The current Allied Health Heads of Department (HP8) Northern/Southern Sectors will be invited to submit an expression of interest (EOI) for the SESLHD Discipline Advisor and Head of Department (HP8) position. The new Department Head positions will be open for expressions of interest and the current Allied Health Heads of Department (HP8) Northern/Southern Sector and Unit Heads (Level 3-7) will be invited to submit an application. Any remaining vacant positions will be advertised as per NSW Health Recruitment and Selection Policy PD2015_026. Once Phase 1 is completed, the newly appointed Department Heads and Discipline Advisors will consult with the General Managers to determine the required structures of the local departments (Phase 2). 7. Employee Assistance Program Staff are reminded of the availability of the Employee Assistance Program through Converge on This number is answered 24 hours per day, seven days per week, to facilitate enquiries, book requests and to provide assistance.

26 P a g e Restructure Timeframe Action Detail Estimated Dates Release finalised Position Descriptions and restructure paper to HSU and affected staff Provision of finalised position descriptions and restructure paper to affected staff and unions/association 12 October 2015 Acceptance of any further comments feedback from HSU and staff members Approval by Chief Executive to proceed with the final structure Written advice issued to affected staff EOI s released for District Discipline Advisor (level 8) positions Closing date for submission of EOI s for District Discipline Advisor Selection process for District Discipline Advisor EOI s released for Department Head positions Closing date for submission of expressions of interest for Department Head positions Selection process for Head of Department positions Release of any remaining vacant positions for recruitment via e- recruit Staff not appointed to (or did not apply for) positions are declared excess Written advice issued to staff appointed to positions Voluntary redundancies declined/accepted Staff who declined vr s to be provided with case management and career assistance Staff who accepted vr s to exit SESLHD Staff not placed in positions after three months of case management to receive written advice of forced redundancy Final opportunity for staff and HSU to provide feedback/comments Submit brief to CE for final approval of structure Letter to advise of affected status Current Heads of Department and Unit Heads invited to submit EOI s with priority given to existing level 8 position holders By COB 16 October November 2015 Week commencing 26 October 2015 Week commencing 9 November EOI application form 20 November 2015 Interview panel comprising GM(s), Director Allied Health, Workforce, + independent Current Heads of Department and Unit Heads invited to submit EOI Week commencing 30 November 2015 Week commencing 7 December 2015 EOI application form 18 December 2015 Interview panel comprising GM(s) or delegate, Director Allied Health, Workforce, District Discipline Advisor Advertise all remaining vacant positions on e-recruit and open to all NSW Health employees Letter to advise of excess status and the option to choose a voluntary redundancy or seek redeployment Week commencing 11 January 2016 Week commencing 25 January 2016 January 2016 Letter to advise of appointment January 2016 Letter to advise of allocation of HR Consultant for case management Letter to advise of forced redundancy January 2016 January 2016 January 2016 Week commencing 31 March 2016

27 9. Process Map P a g e 24

28 10. Attachments 10.1 Job Description Discipline Advisor/Department Head 10.2 Job Description Principal Psychologist 10.3 Job Description Department Head P a g e 25

29 P a g e 26 POSITION DESCRIPTION Position Details Position Number: Position Title: TBC District Discipline Advisor /Department Head Cost Centre: TBC Percentage: Organisation Unit: Location: Facility: Are multiple Awards relevant to this position? Award: Registration and Licence requirements: Specialty Code: Vaccination Category: Responsible to: Responsible for (staff): Position description approved/reviewed: South Eastern Sydney Local Health District (SESLHD) TBC TBC No NSW Health Service Health Classification: Level 8 Professionals (State) Award Qualifications in accordance with Schedule C of the NSW Health Service Health Professionals (State) Award and current Registration Australian Health Practitioner Regulation Agency (AHPRA) (as required) N/A Primary Purpose of the Position A Operationally - General Manager Professionally - SESLHD Director of Allied Health Operationally - as per agreed FTE Professionally all [insert discipline] within SESLHD October 2015 This position has professional responsibility for all [insert discipline] services within the South Eastern Sydney Local Health District (SESLHD) and reports operationally to the [insert facility] General Manger or delegate with professional accountability to the District Director of Allied Health. The [insert discipline] Discipline Advisor/Department Head will provide strategic direction, lead and developing the [insert discipline] service across the South Eastern Sydney Local Health District (SESLHD) and facilitate the implementation of effective and efficient services in order to provide high quality care to patients/clients and their carers consistent with NSW Ministry of Health (MoH) and SESLHD policies, procedures and standards. The position will assist in the monitoring and reporting of compliance with statutory and professional standards, workforce planning and clinical practice development. The position will also provide operational leadership and management of the [insert discipline] service across the [insert facility].

30 P a g e 27 Key Accountabilities The Discipline Advisor is required to: Actively participate in strategic management, planning, service development decisions and support the implementation and evaluation of SESLHD Health Services plans. Promote consistency in clinical practice guidelines, models of care and clinical service delivery for [insert discipline], where appropriate. Take responsibility for the [insert discipline] strategic workforce analysis and planning, practice development and professional practice across SESLHD while actively identifying and managing risks across the service. Coordinate the consistency in statistical reporting of therapist and patient activity across [insert discipline] services using the required systems, including the Cerner Allied Health and emr systems to enable optimal costing of services within the Activity Based Funding environment. In conjunction with the [insert discipline] Department Heads, promote a stable and innovative workforce, and facilitate timely succession planning. Facilitate and foster professional links with [insert discipline] services in other areas of SESLHD and within affiliated health organisations across NSW, nationally and internationally. Identify opportunities for improvement in clinical practice and support ongoing quality improvement activities and the development of policies, procedures, standards and practices in order to continuously improve the level of service provided to patients/clients, their carers and families. Actively participate in the Ministry of Health [insert discipline] advisor groups with professional peer networks in other LHD s i.e. state-wide discipline specific clinical governance, strategic planning and workforce advice to MoH. Lead organisational development and change initiatives to ensure [insert discipline] has structure, skills, resources and systems in place to achieve its objectives and transform culture appropriately. The [insert discipline] Department Head is required to: Provide a high level of guidance, leadership and management of the [insert discipline] department to ensure services are delivered within agreed timeframes, meeting quality and safety standards and within the allocated budget. Assess, plan, organise, deliver, evaluate, and report on the provision of high quality [insert discipline] services in accordance with the NSW Ministry of Health and SESLHD policies and clinical practices, to achieve best practice in patient care. Coach, mentor, and manage staff to develop the capabilities of the team to undertake changing roles and responsibilities and to provide for succession within the [insert discipline] department.

31 P a g e 28 Ensure the [insert discipline] service communicate effectively in a culturally sensitive manner with patients, families, and other health care professionals to plan intervention strategies to ensure patient needs are identified in the provision of clinical services. Provide high level advice, support and education regarding [insert discipline] to health care professionals within the health care team. Plan and prioritise own and team work requirements to effectively meet the provision of patient care as well as departmental and management objectives. Ensure timely and accurate statistical reporting of therapist and patient activity for [insert discipline] services using the required systems, including the Cerner Allied Health and emr systems to enable optimal costing of services within the Activity Based Funding environment. Identify opportunities for improvement in clinical practice. Develop and lead ongoing quality improvement activities and the development of policies, procedures, standards and practices in order to continuously improve the level of service provided to patients and their family/carers. Act as an appropriate and effective role model. Support practices and promote a culture that reflects the organisation s values through demonstrated behaviours and interactions with employees, health professionals and patients. Communicate regularly with Allied Health, Nursing, Medical, and other health care staff and managers on issues related to patient care, team functioning and service provision. Provide effective operational management of the [insert discipline] Department including recruitment, allocation KRONOS, leave management, supervision, performance development, continuing professional development and education of staff.

32 P a g e 29 Specific Accountabilities The Discipline Advisor is required to: Ensure effective liaison with the Director of Allied Health, relevant District Executive personnel, Clinical Stream Directors and [insert discipline] Department Heads in relation to service levels, volumes, and resource requirements. Work with the [insert discipline] Department Heads and other Allied Health Discipline Advisors to establish and maintain a culture of enquiry, professional development and quality improvement throughout the District [insert discipline] services. Promote a clinical governance philosophy across services consistent with NSW MoH and SESLHD policies. Establish and maintain effective relationships with the local community, support and lobby groups in relation to [insert discipline] and, where relevant, allied health services. The [insert discipline] Department Head is required to: Ensure effective liaison with the General Manager, Director of Allied Health and relevant Executive personnel in relation to service levels, volumes, and resource requirements. Establish and maintain effective relationships with the local community, support and lobby groups in relation to [insert discipline] and where relevant allied health services. The [insert discipline] Department Head may maintain a clinical load or may be required to provide an expert specialty consultancy role in their area of expertise. Financial Management The Discipline Advisor is required to: Establish, monitor and report on KPIs related to the benchmarking of activity and service indicators for [insert discipline] across the LHD. The [insert discipline] Department Head is required to: Monitor and report on KPIs related to the benchmarking of activity and service indicators for [insert discipline]. Prepare and monitor the [insert discipline] service budget in consultation with the [insert facility] executive Assist the General Manager or delegate to implement budget saving and revenue strategies as required. Governance The Discipline Advisor is required to: Support [insert discipline] services achieve and maintain accreditation of clinical and nonclinical services through effective contribution and participation in audit surveys by National Safety and Quality Health Care Standards (NSQHCS), Quality Improvement Council, ACI and CEC Professional Associations and other relevant accreditation programs.

33 P a g e 30 Assist the [insert discipline] Department Heads and General Manager with the management of [insert discipline] related consumer feedback and critical incidents, as required. Provide support and leadership for quality improvement, peer review and clinical program development within [insert discipline] and Allied Health. Work within the appropriate Conduct Guidelines and ensure promotion of same across District [insert discipline] services. The [insert discipline] Department Head is required to: Ensure [insert discipline/facility] service achieves and maintains accreditation of clinical and non-clinical services through effective contribution and participation in audit surveys by National Safety and Quality Health Care Standards (NSQHCS), Quality Improvement Council, Clinical Excellence Commission, Agency of Clinical Innovation, Professional Associations and other relevant accreditation programs. Provide support and leadership to [insert discipline] alongside other Allied Health Departments in their preparation for survey by NSQHCS or other relevant professional bodies. Manage [insert discipline] related consumer feedback and critical incidents in conjunction with the [insert discipline] the Clinical Practice Improvement Unit and Discipline Advisor, where required. Provide support and leadership for quality improvement, peer review and clinical program development within [insert discipline] and Allied Health. Planning The Discipline Advisor is required to: Develop and lead in collaboration with [insert discipline] Department Heads and other relevant stakeholders appropriate professional objectives and strategies to facilitate improvement in [insert discipline], across the SESLHD. Build and sustain effective relationships with clinical services provision stakeholders i.e. Clinical Streams The [insert discipline] Department Head is required to: Develop appropriate operational objectives for [insert discipline] and Allied Health, in conjunction with the facility General Manager. Work Health and Safety The Discipline Advisor is required to: Ensure compliance of [insert discipline] across SESLHD with the Work Health and Safety (WHS) Act, NSW Health and District policies and procedures.

34 P a g e 31 The [insert discipline] Department Head is required to: Maintain up to date knowledge and skills, and practice within the risk management, safety, and quality frameworks as applicable to SESLHD to ensure the health and safety of staff, patients, carers, families and other visitors. Ensure all hazards, near misses, incidents and accidents are reported, recorded, investigated and analysed and short and long-term corrective action is taken and its effectiveness evaluated. Develop and implement programs appropriate to ensuring a safe working environment for all [insert discipline] staff. Assist in the management of risk associated with Work Health and Safety across the LHD. Learning and Development The Discipline Advisor is required to: Implement strategies which address the learning and development needs of [insert discipline] and where relevant, other Allied Health staff across SESLHD. Provide advice on the discipline specific training requirements in collaboration with other educational stakeholders and institutions. E.g. HETI, universities and professional organisations. Work collaboratively with the other Allied Health Discipline Advisors to develop and implement an interdisciplinary training and development approach based on evidenced based practice to meet the clinical and professional needs of Allied Health staff. Assist the processes related to the management of state-wide [insert discipline] specific and Allied Health initiatives including education programs, recruitment activities and graduate student programs. Promote a culture of research and evidence based practice within [insert discipline] and across Allied Health. Promote ongoing research into relevant issues, practices and policies to assist in the strategic direction on [insert discipline] and Allied Health. Develop and maintain appropriate teaching and research links with academic institutions for [insert discipline] and Allied Health professions generally. Develop a culture of inclusiveness, between [insert discipline] and stakeholders across SESLHD, through shared governance and collaborative decision-making and consultation. Act as a key resource for the Director of Allied Health and the General Managers in order to maintain and monitor professional standards within [insert discipline]. To support provision of clinical supervision to all [insert discipline] across the SESLHD and provide clinical supervision, mentorship and professional leadership to senior [insert discipline] and other Allied Health disciplines across SESLHD when required.

35 P a g e 32 The [insert discipline] Department Head is required to: Assist other Allied Health to implement strategies which address the learning and development needs of [insert discipline] and where relevant, other Allied Health staff across SESLHD. Work collaboratively with other Allied Health to develop and implement an interdisciplinary training and development approach based on evidenced based practice to meet the clinical and professional needs of Allied Health staff. Conduct and promote research and evidence based practice within [insert discipline] through ongoing research into relevant issues, practices and policies. Develop and maintain appropriate teaching and research links with academic institutions for [insert discipline] and Allied Health professions generally. Other Any other duties as directed which are consistent with the level of responsibility of this position. Key Challenges and Influences Challenges/Problem Solving: Major challenges for the Discipline Advisor/Department Head: Balancing the dual role with competing priorities and workstreams, while at the same time managing to achieve positive outcomes. Managing time and prioritising issues given the diverse range of issues encountered simultaneously and work demands flowing from a number of sources. Participating in consultations with internal and external stakeholders often where there are competing needs/objectives. Managing the change process in relation to new systems and service reporting requirements. Balancing limited resources to meet competing needs of patient/client groups and expectations and dealing with high volume workloads while at the same time managing to achieve positive outcomes. Communication: Internally, the Discipline Advisor/Department Head is required to communicate regularly and effectively with Allied Health professionals, nursing staff, medical staff, and other health care members of multi-disciplinary teams to patient care and team functioning. Externally, the Discipline Advisor/ Department Head will develop and maintain effective relationships with education providers and appropriate organisations. Decision Making/Influence: In collaboration with the [insert discipline] Department Head establish, monitor and report on KPIs related to the benchmarking of activity and service indicators for [insert discipline] within the LHD. In collaboration with the [insert discipline] Department Heads provide advice to the General Managers and Director of Allied Health on the appropriateness of the [insert discipline] staff profile and deployment of [insert discipline] staff throughout the LHD.

36 P a g e 33 Selection Criteria 1. Evidence of extensive clinical and management experience as a practising [insert discipline] 2. Recognised qualification in [insert discipline], current registration with AHPRA (where applicable) and commitment to own ongoing professional development 3. Demonstrated knowledge of professional and clinical issues relating to [insert discipline] services across the health care spectrum with expert professional knowledge of methods, principles, practice and skills across client groups and work areas. 4. Proven ability to provide leadership, strategic direction and apply strategic processes in the management of departmental resources and services. 5. Demonstrated high-level written and verbal communication and interpersonal skills. 6. Understanding of and commitment to quality improvement processes and the application of evidence based practice within [insert discipline] and across Allied Health. 7. Ability to provide high level advice and education to enhance service delivery and to guide and support others in providing service excellence 8. Current NSW drivers licence and the ability to work across various locations with the SESLHD.

37 P a g e 34 POSITION DESCRIPTION Position Details Position Number: Position Title: TBC Principal Psychologist Cost Centre: TBC Percentage: Organisation Unit: Location: Facility: Are multiple Awards relevant to this position? Award: Registration and Licence requirements: Specialty Code: Vaccination Category: Responsible to: Responsible for (staff): Position description approved/reviewed: South Eastern Sydney Local Health District (SESLHD) TBC TBC No NSW Health and Community Employees Psychologist (State) Award Classification: Principal Psychologist Qualifications in accordance with Schedule C of the NSW Health Service Health Professionals (State) Award and current Registration Australian Health Practitioner Regulation Agency (AHPRA) N/A Primary Purpose of the Position A Operationally - General Manager or delegate Professionally - SESLHD Director of Allied Health As per agreed FTE Professionally all Psychology within SESLHD October 2015 This position has professional responsibility for all Psychology services within the South Eastern Sydney Local Health District (SESLHD) and reports operationally to the [insert facility] General Manger or delegate with professional accountability to the District Director of Allied Health. The Principal Psychologist will operate in a senior advisory role across the South Eastern Sydney Local Health District (SESLHD) and will develop systems to ensure a high level of professional functioning of psychologists including; continuing professional development, maintaining and enhancing professional ethics and conduct. As well as supporting NSW Ministry of Health (MoH) and SESLHD policies, procedures and standards. The Principal Psychologist will provide strategic direction, lead, and manage the Psychology service across the District and facilitate the implementation of high levels of clinical expertise in order to provide high quality care to patients/clients and their carers. The position will assist in the monitoring and reporting of compliance with statutory and professional standards, workforce planning and clinical practice development.

38 P a g e 35 Key Accountabilities The Principal Psychologist is required to: Actively participate in strategic management, planning, service development decisions and support the implementation of SESLHD Health Services plans. Promote consistency in practice guidelines, models of care and clinical service delivery, where appropriate. Take responsibility for the Psychology strategic workforce, practice development and professional practice across SESLHD while actively identifying and managing risks across the service. Provide strategic advice on major functions, work areas and clinical practices relevant to Psychology within the LHD and contribute effectively to corporate planning and the achievement of organisational goals. In conjunction with the Senior Psychologists, promote a stable and innovative workforce. Facilitate and foster professional links with Psychology services in other areas of SESLHD and within affiliated health organisations across NSW, nationally and internationally. Identify opportunities for improvement in clinical practice and support ongoing quality improvement activities and the development of policies, procedures, standards and practices in order to continuously improve the level of service provided to patients/clients, their carers and families. Maintain responsibility for personal and professional development, by participating in and promoting evidence based practice activities, training/education, and performance reviews/appraisals in order to continuously improve leadership and management within the District. Actively participate in the Ministry of Health Psychology Advisor Group and/or professional peer networks in other LHDs i.e. statewide discipline specific clinical governance, strategic planning and workforce advice to MoH. Promote the integration of the Psychology workforce across mental health, hospital and community services.

39 P a g e 36 Specific Accountabilities Ensure effective liaison with the Director of Allied Health, relevant District Executive personnel, Clinical Stream Directors and Senior Psychologists in relation to service levels, volumes, and resource requirements. Work with the Senior Psychologists and other Allied Health Discipline Advisors to establish and maintain a culture of enquiry, professional development and quality improvement throughout the District Psychology services. Promote a clinical governance philosophy across services consistent with NSW MoH and SESLHD policies. Establish and maintain effective relationships with the local community, support and lobby groups in relation to Psychology and, where relevant, allied health services. Lead the Psychology SESLHD Network, including quarterly SESLHD Psychology meetings. Provide advice in complaint and medico-legal matters specific to the Psychology discipline. Financial Management Consult, liaise and advise on KPIs related to the benchmarking of activity and service indicators for Psychology across the LHD. Governance Assist the Senior Psychologists and General Manager with the management of Psychology related consumer feedback and critical incidents, as required. Provide support and leadership for quality improvement, peer review and clinical program development within Psychology and Allied Health. Work within the appropriate Conduct Guidelines and ensure promotion of same across District Psychology services. Planning Develop appropriate professional objectives for Psychology, across the SESLHD. Build and sustain effective relationships with clinical services provision stakeholders i.e. Clinical Streams Work Health and Safety Encourage compliance with the Work Health and Safety Act and NSW Health Policies. Learning and Development Implement strategies which address the learning and development needs of Psychology and where relevant, other Allied Health staff across SESLHD. Advise on the discipline specific training requirements in collaboration with other educational stakeholders. e.g. HETI, universities and professional organisations.

40 P a g e 37 Work collaboratively with the other Allied Health Discipline Advisors to develop and implement an interdisciplinary training and development approach based on evidenced based practice to meet the clinical and professional needs of Allied Health staff. Assist the processes related to the management of state-wide Psychology specific and Allied Health initiatives including education programs, recruitment activities and graduate student programs. Promote a culture of research and evidence based practice within Psychology and across Allied Health. Promote ongoing research into relevant issues, practices and policies to assist in the strategic direction on Psychology and Allied Health. Develop and maintain appropriate teaching and research links with academic institutions for Psychology and Allied Health professions generally. Develop a culture of inclusiveness through shared governance and collaborative decision-making and consultation. Act as a key resource for the Director of Allied Health and the General Managers in order to maintain and monitor professional standards within Psychology. Provide clinical supervision, mentorship and professional leadership to Psychologists, Allied Health disciplines and other health professionals across SESLHD when required. Promote and develop peer-consultation, peer review and clinical supervision in accordance with AHPRA accreditation requirements. Other Any other duties as directed which are consistent with the level of responsibility of this position. Key Challenges and Influences Challenges/Problem Solving: Balancing the dual role with competing priorities and work streams, while at the same achieving positive outcomes. Managing time and prioritising issues given the diverse range of issues encountered simultaneously and work demands flowing from a number of sources. Participating in consultations with internal and external stakeholders often where there are competing needs/objectives Managing the change process in relation to new systems and service reporting requirements. Communication: Internally, the Principal Psychologist is required to communicate regularly with Allied Health professionals, nursing staff, medical staff, and other health care members of multi-disciplinary teams to enhance patient care and team functioning. Externally, the Principal Psychologist will develop and maintain effective relationships with education providers and appropriate organisations.

41 P a g e 38 Decision Making/Influence: In collaboration with the Senior Clinical Psychologists provide advice to the General Managers and Director of Allied Health on the appropriateness of the Psychology staff profile and deployment of Psychology staff throughout the LHD. Selection Criteria 1. Evidence of extensive clinical and management experience as a practising Psychology 2. Recognised post graduate qualification in Psychology, current registration with AHPRA and grading as a Senior Clinical Psychologist. 3. Demonstrated knowledge of professional and clinical issues relating to Psychology services across the health care spectrum with expert professional knowledge of methods, principles, practice and skills across client groups and work areas. 4. Proven ability to provide leadership, strategic direction and apply strategic processes in the management of departmental resources and services. 5. Demonstrated high-level written and verbal communication and interpersonal skills and demonstrated skills in performance management. 6. Understanding of and commitment to quality improvement processes and the application of evidence based practice within Psychology and across Allied Health. 7. Ability to provide high level advice and education to enhance service delivery and to guide and support others in providing service excellence 8. Current NSW drivers licence and the ability to work across various locations with the SESLHD.

42 P a g e 39 POSITION DESCRIPTION Position Details Position Number: Position Title: TBC [insert discipline] Department Head Cost Centre: TBC Percentage: Organisation Unit: Location: Facility: Are multiple Awards relevant to this position? Award: Registration and Licence requirements: Specialty Code: Vaccination Category: Responsible to: Responsible for (staff): Position description approved/reviewed: South Eastern Sydney Local Health District (SESLHD) TBC TBC No NSW Health Service Health Classification: Level 3-7 Professionals (State) Award Qualifications in accordance with Schedule C of the NSW Health Service Health Professionals (State) Award and current Registration Australian Health Practitioner Regulation Agency (AHPRA) (as required) N/A A Operationally Facility General Manager or delegate Professionally Discipline Advisor As per agreed FTE October 2015 Primary Purpose of the Position This position has operational accountability for the [insert discipline] service within the [insert facility] and reports operationally to the [insert facility] General Manger or delegate and has professional accountability to the [insert discipline] Discipline Advisor. The [insert discipline] Department Head will provide operational direction, lead, guide and manage the [insert discipline] service across the [insert facility] and facilitate the implementation of high levels of clinical expertise in order to provide high quality care to patients/clients and their carers consistent with NSW Ministry of Health (MoH) and South Eastern Sydney Local Health District (SESLHD) policies, procedures and standards. The position contributes directly to the development of policy, with consideration of the strategic context.

43 P a g e 40 Key Accountabilities The [insert discipline] Department Head is required to: Provide a high level of guidance, leadership and management of the [insert discipline] department to ensure services are delivered within agreed timeframes, meeting quality and safety standards and within the allocated budget. Assess, plan, organise, deliver, evaluate, and report on the provision of high quality [insert discipline] services in accordance with the NSW Ministry of Health and SESLHD policies and clinical practices, to achieve best practice in patient care. Coach, mentor, and performance manage staff to develop the capabilities of the team to undertake changing roles and responsibilities and provide for succession within the [insert discipline] department. Ensure the [insert discipline] service communicate effectively in a culturally sensitive manner with patients, families, and other health care professionals to plan intervention strategies to ensure patient needs are identified in the provision of clinical services. Provide high level advice, support and education regarding [insert discipline] to health care professionals within the health care team. Plan and prioritise own and team work requirements to effectively meet the provision of patient care as well as departmental and management objectives. Ensure timely and accurate statistical reporting of therapist and patient activity across [insert discipline] services using the required systems, including the Cerner Allied Health and emr systems to enable optimal costing of services within the Activity Based Funding environment. Identify opportunities for improvement in clinical practice. Develop and lead ongoing quality improvement activities and the development of policies, procedures, standards and practices in order to continuously improve the level of service provided to patients and their family/carers Act as an appropriate and effective role model. Support practices and promote a culture that reflects the organisation s values through demonstrated behaviours and interactions with employees, health professionals and patients. Communicate regularly with Allied Health, Nursing, Medical, and other health care staff and managers on issues related to patient care, team functioning and service provision. Provide effective operational management of the [insert discipline] Department including recruitment, KRONOS, leave management, supervision, performance development, continuing professional development and education of staff.

44 P a g e 41 Specific Accountabilities Ensure effective liaison with the General Manager, [insert discipline] Discipline Advisor, Director of Allied Health and relevant Executive personnel in relation to service levels, volumes, and resource requirements. Work with the [insert discipline] Discipline Advisor to establish and maintain a culture of enquiry, professional development and quality improvement throughout the District [insert discipline] services. Establish and maintain effective relationships with the local community, support and lobby groups in relation to [insert discipline] and where relevant allied health services. The [insert discipline] Department Head may maintain a clinical load or may be required to provide an expert specialty consultancy role in their area of expertise. Financial Management In collaboration with the [insert discipline] Discipline Advisor establish, monitor and report on KPIs related to the benchmarking of activity and service indicators for [insert discipline]. Prepare and monitor the [insert discipline] service budget in consultation with the [insert facility] executive Assist the General Manager or delegate to implement budget saving and revenue strategies as required. Governance Ensure [insert discipline/facility] service achieves and maintains accreditation of clinical and non-clinical services through effective contribution and participation in audit surveys by National Safety and Quality Health Care Standards (NSQHCS), Quality Improvement Council, Clinical Excellence Commission, Agency of Clinical Innovation, Professional Associations and other relevant accreditation programs. Provide support and leadership to [insert discipline] alongside other Allied Health Departments in their preparation for survey by NSQHCS or other relevant professional bodies. Manage [insert discipline] related consumer feedback and critical incidents in conjunction with the [insert discipline] the Clinical Practice Improvement Unit and Discipline Advisor, as required. Provide support and leadership for quality improvement, peer review and clinical program development within [insert discipline] and Allied Health. Planning Develop appropriate operational objectives for [insert discipline] and Allied Health, in conjunction with the General Manager of [facility]. Build and sustain effective relationships with clinical services provision stakeholders.